enacting scrum - what it takes to maximize the chances for a successful adoption - nicolae giurescu

@ITCAMPRO #ITCAMP16 Community Conference for IT Professionals

Enacting Scrum What it takes to maximize the chances for a successful adoption

Nicolae Giurescu

3PRO-LAB Consulting SRL

https://ro.linkedin.com/in/nicolaegiurescu

Nicolae.Giurescu@3pro-lab.ro

Many thanks to our sponsors & partners!

SILVER

PARTNERS

PLATINUM

POWERED BY

SCRUM OVERVIEW

Definition

“A framework within which people can address

complex adaptive problems, while productively and

creatively delivering products of the highest possible

value” – The Scrum Guide

• Lightweight

• Simple to understand

• Extremely difficult to master

Framework

Roles Events Artifacts Rules

Development Team

Scrum Master

Product Owner

Sprint Planning

Daily Scrum

Sprint Review

Sprint Retrospective

Product Backlog

Sprint Backlog

Increment

Scrum Team

Same time &

location

No interruptions

Done when DONE

Pillars

Transparency Inspection Adaptation

Sprint Planning

Daily Scrum

Sprint Review

Sprint Retrospective Definition of Done

Task board

Common language

Product Backlog

Ordered List of Everything Needed to Complete the Product

• User stories

• Features

• Functions

• Use cases

• Requirements

• Enhancements

• Bug fixes

• Technical debt

• Knowledge acquisition

• Constraints

Ordered By

Refined Continuously

Add details, estimates, and priority to items in the

Product Backlog

Sprint Backlog

A plan for building a “Done”

Increment and realizing the Sprint

Goal, created by the Development

Team during the Sprint Planning

Increment

What has been done from the

beginning to the current Sprint

Meets the Definition of Done, is

usable and potentially releasable

Definition of Done

• Acceptance criteria met

Reviewed

Unit tested (??% coverage)

Functional tests passed

Integrated

Automated tests created

User documentation updated

Code committed and baselined

• Release criteria met

Product Owner

The Product Owner is responsible

for maximizing the value of the

product and consequently the value

of the Development Team work

Development Team

Delivers a potentially releasable increment of “Done”

product at the end of each Sprint

Cross-functional Self-organizing

Accountability belongs to the team

Scrum Master

A servant-leader for the Scrum Team

“Leaders are learning that this kind of empowerment, which is what servant-leadership represents, is one of the key principles that, based on practice, not talk, will be the deciding point between an organization's enduring success or its eventual extinction.” —Stephen Covey

Sprint Planning

Two time-boxed parts of equal

duration, answering:

• What will be done during the

current Sprint?

• How will the work be done?

Daily Scrum

Development Team responds to

the following 3 questions:

• What has been accomplished

since the last meeting?

• What will be done before the

next meeting?

• What impediments are in the

Sprint Review

Inspect the Increment and adapt the Product Backlog (if needed):

• The Product Owner identifies what has been “Done”

• The Development Team demonstrates the work “Done” for the Increment

• The Development Team identifies what went well, the impediments and their solving

• The Product Owner discusses based on the Product Backlog and forecast the completion date

• The Scrum Team determines what to do next

Sprint Retrospective

Opportunity to inspect and define improvements

• With regards to people, process and tools

• Plan to implement improvements

• Definition of Done might change

AGILE OVERVIEW

Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

Twelve Principles of Agile Software

Our highest priority is to satisfy

the customer through early and

continuous delivery of valuable

software.

Deliver working software

frequently, from a couple of

weeks to a couple of months,

with a preference to the shorter

timescale.

Welcome changing requirements, even late in

development. Agile processes harness change for the

customer's competitive advantage.

Simplicity--the art of maximizing

the amount of work not done--is

essential.

Business people and developers

must work together daily

throughout the project.

The most efficient and effective

method of conveying

information to and within a

development team is face-to-

face conversation.

Working software is the primary

measure of progress.

The best architectures,

requirements, and designs

emerge from self-organizing

teams.

Continuous attention to technical

excellence and good design

enhances agility.

“Miracle Staircase”

Loretto Chapel, Santa Fe

Build projects around motivated individuals. Give them

the environment and support they need, and trust

them to get the job done.

Agile processes promote sustainable development.

The sponsors, developers, and users should be able to

maintain a constant pace indefinitely.

At regular intervals, the team reflects on how to

become more effective, then tunes and adjusts its

behavior accordingly.

ENACTING SCRUM

Why? – Business Perspective

• To improve productivity

• To improve quality

• To shorten time-to-market

• To identify and eliminate risks earlier

• To reduce cost of implementing changes

• To improve client satisfaction

• To improve profitability

• To improve your work-life balance

Why? – Team Perspective

• Implement changes easier

• Always know the status

• Identify and eliminate waste

• Minimize rework

• Acquire new skills

• Improve work-life balance

False WHY

Everybody is doing it

Success Enablers

Willingness to Change

“Change is the law of life. And

those who look only to the past or

present are certain to miss the

future.”

John F. Kennedy

“Change imposed is change opposed”

Dr. Spencer Johnson (www.whomovedmycheese.com)

• Comfort zone is the main deterrent to change

• Always provide information and reasons

• Need to learn, as well as unlearn

“There are no exceptions to the rule that everybody

likes to be an exception to the rule.”

Charles Osgood

• “Our project is different” syndrome

• “I know better” syndrome

“Persuasion is often more effectual than force.”

• Use persuasion, not manipulation

• Motivate practitioners by anticipating success

• Value feedback

Willingness to Collaborate

“When you replace I with We, even Illness becomes

Wellness” -- Anonymous

Willingness to Succeed

"Successful and unsuccessful people do not vary

greatly in their abilities. They vary in their desires to

reach their potential." John Maxwell

Success Enablers

Invest in Training

“Better train people and risk they leave –

than do nothing and risk they stay” --

Anonymous

Invest in Training

Train all involved

• Scrum Master (CSM > 350000, PSM I > 55000)

RO (CSM > 250, PSM I > 150)

• Scrum Product Owner (CSPO > 75000, PSPO I > 8000)

RO (CSPO > 70, PSPO I > 30)

• Development Team (CSD > 3500, PSD I > 2800)

• Management

Success Enablers

Definition of Framework

“The basic structure of something : a set of ideas or

facts that provide support for something : a

supporting structure : a structural frame”

The Merriam-Webster dictionary

Software Craftsmanship

As aspiring Software Craftsmen we are raising the bar of professional software development by practicing it and helping others learn the craft. Through this work we have come to value:

Not only working software, but also well-crafted software

Not only responding to change, but also steadily adding value

Not only individuals and interactions, but also a community of professionals

Not only customer collaboration, but also productive partnerships

That is, in pursuit of the items on the left we have found the items on the right to be indispensable.

but only in its entirety through this notice.

Success Enablers

Jeff Sutherland

“Scrum transformations work best by

starting small and slowly scaling out. All at

once Scrum is a lot harder.”

Ken Schwaber

Scrum Software Studio

• Separate entity within the organization

• All projects within the studio use Scrum

• As benefits are surfacing, more and more projects are

Organization

Scrum Software Studio

Projects

Choose First Project

Simple

Complex

Technology

Far from certainty Close to certainty

Close to agreement

Far from agreement

WATERFALL

Ralph Stacey’s Diagram

Case Studies

http://www.scrumcasestudies.com/

http://www.slideshare.net/sgreene/salesforcecom-agile-transformation-agile-

2007-conference

Success Enablers

Development Team

• Do not send buggy software to the client!

• Make the extra step of identifying the root cause of

problems.

Scrum Team

Process improvement on a daily basis

Management

Senior Management

Scrum Teams

I work for you I work with you

Institutionalization

Doing Agile

Being Agile

THANK YOU!

3PRO-LAB Consulting S.R.L.

Consulting services for process improvement

Course provider:

• How to Scrum

• Understanding CMMI-DEV

• Professional Scrum Master (partner)

• Professional Scrum Product Owner (partner)

• Professional Scrum Foundations (partner)

• Introduction to CMMI-DEV (partner)

office@3pro-lab.ro

enacting scrum - what it takes to maximize the chances for a successful adoption - nicolae giurescu

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